This study develops a context-specific leadership model for Business Continuity Management (BCM) in selected private schools in Rizal Province, Philippines. A convergent parallel mixed-methods design is employed using quantitative surveys and qualitative focus group discussions. Quantitative data are analyzed through descriptive statistics, correlation, Exploratory Factor Analysis, Canonical Correlation Analysis (CCA), and redundancy analysis, while qualitative data are thematically analyzed and integrated with quantitative findings. Results show stronger practice of transformational and constructive leadership behaviors than passive or avoidant behaviors. CCA reveals a significant multivariate relationship between leadership and BCM (Rc = .690, Wilks’ Λ = .406, F = 3.854, p < .001), with 47.6% shared variance. Qualitative findings emphasized administrative commitment, stakeholder engagement, preparedness, and continuous improvement.
The study recommends a leadership model integrating adaptability, stakeholder engagement, organizational preparedness, and continuous improvement to strengthen institutional resilience and continuity.
Keywords: Leadership Styles, Business Continuity Management, Crisis Resilience
DOI https://zenodo.org/records/23387740